City Council Report for Information

Report to: Communities and Equalities Scrutiny Committee - 20 July 2021

Subject: Manchester Playing Pitch Strategy Update

Report of: Strategic Director (Neighbourhoods)

Summary

The purpose of this report is to update the Communities and Equalities Scrutiny Committee on the progress of Manchester Playing Pitch Strategy and proposals for consideration over the next 12-month period. Together the documents are used as evidence to inform decisions on planning applications for playing field land and assists in determining the priorities for investment to inform the need for playing pitch or associated infrastructure improvement and / or new developments at a Citywide and Area level.

The headline position remains to protect, develop and enhance playing field sites citywide. The current position for all pitch sports is either demand is being met or there is a shortfall and in the future growth projections anticipate there will be an exacerbation of current shortfalls amongst most playing pitch types.

The report sets out the work that is underway to refresh Manchester Playing Pitch Strategy. The refreshed strategy and associated site by site action plan will frame the priorities for future investment over the next 6-year period and the continued development of the playing pitch and associated facility infrastructure across Manchester.

Recommendations

The committee is recommended to note the report and is invited to make comments.

Wards Affected: All

Environmental Impact Assessment - the impact of the issues addressed in this report on achieving the zero-carbon target for the city Sport and Leisure provision has made a strong commitment to environmental sustainability through investment to modernise the estate. This is embedded within the management of the existing estate and the plans for the improvement of the playing pitches and changing rooms over the next period.

All future leisure capital projects will incorporate carbon technologies to contribute on achieving the zero-carbon target for the City.

Manchester Strategy Summary of how this report aligns to the OMS outcomes A thriving and sustainable city: Sport and Leisure sector is a key economic supporting a diverse and driver within the city not only as an employer, distinctive economy that creates but also in attracting inward capital investment jobs and opportunities to create sustainable world class sporting facilities and place-based services that support to deliver a diverse sport and cultural offer for our residents.

A highly skilled city: world class The capital programme includes substantial and grown talent investment in education and training and also sustaining the city’s economic contributes meaningfully to employment within success the Manchester economy, creating jobs across the leisure sector and local labour market.

A progressive and equitable city: Leisure’s Facility Investment strategy provides making a positive contribution by placed based services at the core of unlocking the potential of our neighbourhoods and creates significant communities opportunities for all communities within the city to engage and participate at all levels of the sporting pathway. All of which contribute to towards Our Manchester Strategy. A liveable and low carbon city: a Investment in all areas of Leisure’s capital destination of choice to live, visit, programme contributes towards the strategy work through investment to modernise the leisure estate, notably investment in sustainable and affordable sport and leisure services, contributing to the ambition on achieving the zero-carbon target for the City. This is embedded within the management of the existing estate and the plans for the refurbished and replacement leisure facilities over the next five years.

A connected city: world class The Sport and Leisure sector has over the last infrastructure and connectivity to twenty years invested significantly in new drive growth assets that have helped drive the city’s growth agenda. The Strategy seeks to deliver new high quality assets across the city that will continue to support our growth ambitions over the next decade.

Contact Officers:

Name: Fiona Worrall Position: Strategic Director - Neighbourhoods Telephone: 0161 234 3926 E-mail: [email protected]

Name: Neil Fairlamb Position: Head of Parks, Leisure, Youth and Events Telephone: 0161 219 2539 E-mail: [email protected]

Name: Louise Harding Position: Facility Strategy and Capital Development Manager Telephone: 0161 219 2539 E-mail: [email protected]

Background documents (available for public inspection):

The following documents disclose important facts on which the report is based and have been relied upon in preparing the report. Copies of the background documents are available up to 4 years after the date of the meeting. If you would like a copy please contact one of the contact officers above.

 Manchester Playing Pitch Strategy 2017-2021  Site by Site Action Plan

1.0 Introduction

1.1 This report provides an update on Manchester’s Playing Pitch Strategy (PPS), specifically regarding sports specific playing pitches / courts and ancillary facilities. A PPS is used by the authority and stakeholders as a strategic document to support the determination of relevant planning applications through the associated consultation process. A PPS also provides a clear strategic framework for the maintenance and improvement of existing outdoor sports pitches and ancillary facilities between the strategy period 2017 – 2021.

1.2 The Strategy has guided the provision and management of sports pitches in area over the last 5-year period, in the context of national and local policies and local sports development criteria. The report provides a supply demand update position for the current facility stock and progress of playing pitch improvements and developments over the last 12- month period. The report also provides the consideration of future facility proposals, and new management arrangement opportunities in the next 12- month period.

1.3 A PPS Strategy refresh is now in development to build on the 2017 PPS. The new Strategy will guide future facility priorities and site by site recommendations over the next 6-year period. The new strategy will undertake a new needs assessment of playing fields and outdoor sports facilities. In addition to the current priority sports, multi-use games areas (MUGAs) and golf facilities will be covered in the new study.

2.0 Background

2.1 The primary purpose of the PPS is to provide a strategic framework to inform strategic priorities over a five-year period. This approach will ensure that the provision of outdoor playing pitches meet the local needs of existing and future residents across Manchester. The Strategy is informed by the assessment of the supply and demand on playing fields and outdoor sport facilities to service informal play, club training and competitive sport.

2.2 The 2017 PPS has framed the priorities for investment and the continued development of the playing pitch and associated facility infrastructure across Manchester from 2017-2021. The document has informed the Cities Capital Programme for Leisure, prioritisation of S106 monies on playing field land, and development of outdoor sport facilities on Council, School, and Private sites. All development priorities have been subject to sources of funding primarily from external sources being made available.

2.3 Whilst the analysis within the PPS is used to assist in determining the priorities for investment, any playing pitch, or any changing room improvement and / or new development have been developed in consultation with local members and the community groups it services to ensure facilities address local needs.

2.4 The framework for strategic priorities is set out below:

 Corporate and strategic: Ensure strategic approach to playing pitch provision, set priorities for pitch sports, evidence for capital funding.  Planning: Support the Manchester Local Plan and policies on green infrastructure, outdoor sports, and leisure facilities.  Operational: Improve asset management, efficiency of resources and identify priority sites to enhance provision.  Sports development: Secure community use of sites, identify current restrictions and opportunities for participation growth.

2.5 The 2017 Strategy set a vision for Manchester to provide a network of high- quality outdoor sports facilities that are conducive to increasing and sustaining participation in sport and consequently contributing to making sport a habit for life.

2.6 The vision is underpinned by the following strategic aims:

 Protect the existing supply of playing pitches where it is needed for meeting current and future needs.  Enhance playing fields, pitches, and ancillary facilities through improving quality and management of sites.  Provide new playing pitches where there is current or future demand to do so.

2.7 The PPS covers a supply and demand assessment of playing pitches and outdoor sport facilities. This includes Football, Cricket, Rugby League, Rugby Union, Hockey, Softball/Baseball, Gaelic football, American football, Lacrosse, Third Generation Artificial Grass Pitches (Sand Dressed and 3G), and three priority outdoor sports (Tennis, Athletics, Bowls).

2.8 The 2017 PPS is aligned to three distinct analysis areas in Manchester (North, Central and South). The site-by-site action plans are also aligned to ` the three analysis areas.

2.9 The site-by-site action plan followed the strategy adopted by Council executive in December 2017. The first draft action plan was distributed to members for input in early 2018 and presented at November 2018, Communities and Equalities Scrutiny Committee. The Committee agreed to hold further consultation with members and use the consultation feedback to inform local ward plans and citywide action plan before adoption by the Deputy Chief Executive and Chief Operating Officer – Neighbourhoods, in consultation with the relevant Executive Member.

2.10 In early 2019, the site-by-site action plan was updated to reflect the Ward Boundaries adopted in May 2018 and distributed to members for further engagement and input. The action plan continues to be split into the existing analysis areas (South, Central and North) which translates into 29 individual Ward Plans, with no playing field provision in Moss Side, Piccadilly or Deansgate Wards. The citywide action plan includes 278 site by site plans with sport-specific priorities.

2.11 In January 2020, site by site action plans were updated and distributed to members, partners, and stakeholders. Ward Plans were agreed and remain live documents. Over the last 12 months, the documents have been used to inform investment priorities with local and national partners in line with available investment opportunities. The plans have also provided the evidence base for prioritisation and use of any S106 monies in consultation with local members.

2.12 The Council, alongside MCR Active, NGB’s, Sport England, Universities, and Greater Sport have led the management and implementation of Manchester PPS and Action Plan.

2.13 Over the last five years, Manchester has seen significant investment into the Council’s playing pitch facilities and expansion of school sport facilities. The stock combined of Private, Public and Educational sites have enabled more Manchester residents to participate in a wide number of sports and physical activity programmes across the city.

2.14 Despite the progress there are still a number of facilities that are old and inefficient in the context of modern leisure and there is a need to review the current quantity, quality, and accessibility of the current stock to provide an evidence base for future planning decisions on playing field land and to inform Council and partner investment priorities and action over the next 6 years.

3.0 Supply and Demand Update

3.1 The current supply / demand position for all pitch sports is either demand is being met or there is a shortfall. As such, there is a need to protect all existing playing pitch provision until demand is met. Some shortfalls may reduce over the next 12-month period following recent investment into grass football pitch improvements where anchor clubs exist, bowling green improvements, tennis court upgrades, installation of non turf cricket wickets, 3G pitch replacements, and athletic track replacement and upgrades. All playing pitch improvements will support to increase access to existing provision and address demand, creating new capacity to reduce future grass pitch shortfalls. Impact on investment will be monitored over the next 12-month period with NGB’s.

3.2 There remains a need to improve/enhance changing provision attached to grass pitch sites to service clubs and leagues across Manchester. Majority of sites have recommendations to maximise the use of existing pitches through improve pitch quality and maintenance. An update on playing field and outdoor sport facility improvements brought forward in the last 12–18-month period is provided in section 4 of this report.

3.3 Education sites in the main are considered as unprotected. There is a need to secure long-term community use on secondary and university sites in particular to increase capacity, support to address existing shortfalls and protect the current affiliated sport and informal play on key sites. This includes consideration of alternative management models to sustain, develop and grow community sport programmes where relevant. All Manchester schools and universities will be consulted in September as part of the PPS refresh. Long term community access will be a key area of consultation. It should be noted that the 2015-2021 Capital Schools Programme has secured community use agreements for school playing fields.

3.4 Manchester has a theoretical oversupply of Artificial 3G Pitches, with regards to full sized single pitch 3G facilities for affiliated football team training. However, there is demand for greater use by rugby union teams, particularly for training. In Central / South Manchester analysis area, demand analysis has identified a need for new 3G provision to accommodate club training, match play and recreational football demand in the catchment area. Hough End Playing Fields has been identified as the prime location to provide a balance of 3G and grass pitch provision. Demand analysis has highlighted the need for 2 new 3G Pitches (1 Full Size and 1 Super Size Pitch) as part of a wider development proposal on site. Plans are being reviewed following recent consultation. Recent demand analysis has also identified a shortfall of 3G Pitches in Wythenshawe area for training in particular. Some demand however will be addressed at Manchester Health Academy when the site re-opens for community use. This position is likely to be exasperated from 2021/22 football season following the closure of Newall Green High School. A relocation plan for clubs and community groups that currently use the grass and 3G pitch is in development.

3.5 In terms of Sand Based Artificial Grass Pitches (AGP’s), the current supply is sufficient to meet current demand, however there is little capacity for midweek training or future growth in South Manchester analysis area. This is likely to be addressed through Chorlton High South facilities, which includes a full-size sand dressed AGP’s to support school curriculum and community use. The facility is targeted to open in September 2021.

3.6 Following recent investment into Non-Turf Cricket Wickets the City is considered to have a sufficient supply of cricket facilities to address current participation demand. In 2020/21, Manchester rolled out a citywide Non-Turf Cricket Wicket programme of 17 non turf cricket wickets across 15 sites. This included a replacement and growth programme of 11 new NTPs with good spread across all analysis areas. 14 NTP’s have been installed and the remaining 3 outstanding NTPs are targeted for completion by the end of Summer / early Autumn 2021.

3.7 There is insufficient supply of available outdoor floodlit tennis courts at present. Most sites include recommendations to refurbish and develop 3 court tennis hubs to grow informal play and club programmes. Currently most of the high quality 3 court provision is available in South Manchester analysis area, with latent demand for further growth. There is planned tennis court improvements in Central analysis area at Debdale Park and Greenbank Park scheduled for completion by end of August / September 2021 that will support to address demand in this area. There are currently no 3 or more court sites in North Manchester. School Sites are identified as an opportunity to address current unmet demand in all analysis areas. This will be explored further in the development of the new PPS. The Council is working in partnership with the LTA to build a sustainable network of parks.

3.8 Theoretically there is a sufficient supply of Gaelic Sports Pitches to cater for current and future club demand, however one of the two Gaelic sport pitches at Hough End site is undersized by approximately 20% and there are currently no compliant County Standard Gaelic Sport Pitches in Manchester. Hough End Playing Fields has been identified as a prime location to provide a County Standard Pitch which is proposed to be met from the reconfiguration of playing fields as part of Hough End Development Proposals.

3.9 All other playing pitch sports currently have sufficient facility supply to meet demand. A full analysis of current provision by sport is provided in Appendix 1 of this report.

3.10 The future supply demand position for all sports and facility types will be reviewed as part of the PPS refresh in 2021. The facility assessments for summer sports will take place this July and August and winter sports will be assessed between September and November. The new PPS will inform the current and projected supply demand position for the next 6 years and strategic aims from 2022 onwards.

4.0 Playing Field and Outdoor Sport Facility Improvements

4.1 The table below sets out the playing field and outdoor sports facility improvements and new asset management arrangements in the last 12 – 18- month period.

Site/organisation Analysis Facility Updates Funding Source name Area Various Various There are 21 FA or FIFA Various. certified 3G pitches, of differing dimensions, on Funding to be met which from Facility competitive football Operators. matches can be played. Wythenshawe Park South Track repairs and Section 106 Funding upgrades completed. Hough End Playing South 6 new Changing Cabins Council Capital Fields Installed at Hough End Playing Field site. Facilities are managed and operated in partnership with Broughton Park Rugby Club Manchester Regional North Resurfaced the outdoor Waterfall Funding Arena athletics track and returned facility to a compliant standard for major competition and events. Various Various Installed 14 of 17 non ECB Grant Funding turf cricket wickets across 13 of the planned 15 sites. Various Various Developed 6 new anchor FA Grant Funding club arrangements and and Club commenced a 10-year Contributions enhanced pitch maintenance programme on Council / Private sites including: Fletcher Moss Rangers FC – Merseybank Playing Field Wythenshawe Amatuers FC – Hollyhedge Park Playing Field Benchill Celtic FC – Painswick Park Playing Field Moston Juniors FC – Broadhurst Park and Boggart Hole Clough Park Cheetham Hill Junior Football Club – Cheetham Hill Cricket Club Active Lifestyle Central 3G Pitch Replacement Section 106 Funding Centre Programme completed. Range Sports Central 3G Pitch Replacement Council Capital Complex Programme completed alongside upgrades to ancillary facilities. Vine Street Park Central Replacement and Section 106 Funding Installation of new Multi Use Games Ball Ends to support recreational use of the site. Wythenshawe Sports South Wythenshawe Forum MCR Active and Ground Trust have secured a Wythenshawe Short-Term Lease Forum Trust (August 2021) from the Revenue Budget. University of Manchester to remobilise Wythenshawe Sports Ground site for community use. In discussions with the University to extend the lease.

5.0 Action Plan

5.1 The table below sets out the recommended short-term actions to be delivered over the next 12 – 18 months.

Site/organisation Analysis Action Indicative name Area cost1 Various Various Seek FA/FIFA certification of all Low full-sized pitches to increase capacity available for match play at peak time – may include need to improve quality to pass testing. New school Various Determine mix of new sporting High builds/extensions provision and secure access (various) through CUA for community use.

Chorlton High School South targeted for completion in September 2021. Wythenshawe Park South Development of new accessible High changing facilities at Wythenshawe Park Athletics Track alongside Car Park Improvements and Development of a New Cycling Hub Facility. Hough End Playing South Finalise Hough End Plans for High Fields playing field and ancillary improvements. South / Bring forward the development of Medium- North new recreational Playzone High Playzone Project – facilities in partnership with City Scotland Hall Road and in the Community at Scotland Ladybarn Park sites Hall Road and Ladybarn Park sites. Central Deliver Tennis Court Medium Greenbank Park Tennis Refurbishment at Green Bank Court Refurbishment Park to address recreational demand in the catchment area. Central Deliver Tennis Court Debdale Park Tennis Refurbishment at Debdale Park Medium Court Refurbishment to create a Tennis Park Hub in Central Manchester area.

1 Low - less than £50k; Medium - £50k-£250k; High £250k and above Debdale Park Bowling Central Deliver pitch and ancillary Green Pitch improvements to support long Medium Improvements term sustainability of the site. Various Central Complete the installation of three Low- NTP at Crowcroft Park and Medium Hough End Playing Fields site. Various Various Continue to identify and progress Low- new anchor club arrangements Medium across Council multi pitch park sites to secure long term investment to improve pitch quality and capacity of grass football pitches. Wythenshawe Sports South Seek to develop a long-term Low Ground lease with Wythenshawe Forum Trust to protect and grow community use on site. Merseybank Playing South Seek to develop a sustainable High Fields model for asset transfer with Fletcher Moss Rangers FC. Key need to improve changing provision though options to develop the site as a multi-sport hub should also be considered and the potential need to provide changing facilities for more than one sport. Rushford Park Central Development of new small sided High 3G football facilities and car park improvements to address club training and recreational demand in the catchment area. Disposal / Housing Various Any disposals or housing Low- Developments development where section 106 Medium- funds are realised may result in a High mitigation strategy to address any impact on the PPS. This may result in specific proposals coming forward over the 18 months.

5.2 The short-term action plan includes the need to inform new school facility plans to ensure the right facilities are in the right place to deliver school and community priorities. A key action will be the development of community use agreements and sport development plans for adoption by school and planning authority to provide security of tenure for local clubs and community groups at each site.

5.3 All short-term facility priorities are identified in Leisure’s Capital Programme or currently being brought forward with external partners. 5.4 Manchester Playing Pitch Strategy Site by Site Action Plan will remain a live document until the end of 2021. All future priorities will be guided by the PPS refresh that is in development and targeted for completion early 2022.

6.0 New Site Management Arrangements

Wythenshawe Sports Ground

6.1 In 2020/21, a new management arrangement was brought forward at Wythenshawe Sports Ground site in partnership with Wythenshawe Forum Trust. The site is part owned by the University of Manchester and Manchester City Council and The University has a long-term lease to manage and operate the site. Following The Universities decision to close the site in August 2020,the Council has worked in partnership with WFT to develop a new management arrangement to operate the site.

6.2 The site includes 26 good quality Senior Football Pitches, Changing Facilities and Car Parking. The playing fields are also overmarked to provide Baseball and Softball in the summer period. Pre-closure, WSG community programme delivered to 17 football leagues, 39 community clubs and 1 Softball League. The decision to close resulted in a significant displacement impact that could not be met from alternative sites within the catchment area.

6.3 Wythenshawe Sports Ground was remobilised on the weekend of the 5th / 6th April within a week of lease completion to allow facilities to re-open for the re- start of the football season, supporting to address pitch shortfalls in Wythenshawe and South Manchester area.

6.4 WFT are now working to progress a lease extension at WSG for a 1-year period. The long-term ambition is to progress a 10-year lease via Wythenshawe Forum Trust or Community Asset Transfer process to provide a sustainable management model that can support long-term security of the site for our clubs, leagues, and community groups.

Hough End Playing Fields

6.5 Hough End Leisure Centre is one of 20 Leisure Centres that forms part of the Council's Indoor Leisure Contract with GLL. As part of the development plans for pitch and ancillary improvements, it is proposed that the leisure centre extension and associate football playing fields will be integrated operationally with the existing leisure offer on site. Arrangements will include an enhanced maintenance programme of grass football pitches to increase capacity and growth in participation from the site.

Broughton Park Rugby Club

6.6 The Council is in discussions with Broughton Park Rugby Club to renegotiate their existing lease to include future management and operations of two senior grass rugby pitches and two senior Gaelic sport pitches at Hough End Playing Fields site. Plans include the relocation of two existing grass rugby pitches to be located in front of the stadium rugby pitch and relocation of two senior Gaelic football pitches.

6.7 Site plans include qualitative improvements to playing fields to increase capacity and address pitch shortfalls for rugby and Gaelic sports. The proposals will support to create a long-term partnership with Rugby and Gaelic sports clubs to provide co location of Broughton Park club facilities, supporting long-term financial stability of both rugby and Gaelic sports clubs from Hough End site. The plans will also provide 2 full size compliant Gaelic sport pitches to GAA design standards.

6.8 Plans are aligned to the Councils long term plans and ambitions for playing field improvements at Hough End site.

Anchor Club Arrangements

6.9 The Council has brought forward new anchor club arrangements at multi pitch sites to address poor pitch quality and current shortfalls in junior football across Manchester. The anchor club arrangements have been brought forward in partnership with the County FA’s and are underpinned by a new FA grant investment programme that is available to clubs operating on Local Authority (LA) sites.

6.10 This is a 10-year investment programme between Club/s and The FA to create long-term tenure on LA sites to support club sustainability and growth in teams. The grant terms include club match funding and commitment from landowner ‘MCC’ to continue the existing grounds maintenance programme in place. Clubs are responsible for match funding and from years 7–10, clubs must fully fund enhancement works on all approved sites.

6.11 The principle is that enhanced maintenance works will improve pitch quality enabling clubs to increase usage and grow teams. Clubs will then be in a position to generate additional membership income to offset maintenance costs, creating sustainable assets.

6.12 In the last 12-18 months the Council have supported to secure 6 new anchor club arrangements on Council / Private sites including:

 Fletcher Moss Rangers FC at Merseybank Playing Field  Wythenshawe Amatuers FC at Hollyhedge Park Playing Field  Benchill Celtic FC at Painswick Park Playing Field  Moston Juniors FC at Broadhurst Park and Boggart Hole Clough Park  Cheetham Hill Junior Football Club – Cheetham Hill Cricket Club

6.13 A 10-year partnership agreement has been signed between the Council and Clubs for all Park sites. This arrangement has led to FA grant funding being secured to enable clubs to commence the enhanced maintenance programme at all sites.

6.14 In the next 12-month period, the Council will continue to identify and progress new anchor club arrangements across Council multi pitch park sites. Early discussions have commenced with Kingsway Athletics FC who have submitted an initial Expression of Interest to The FA to progress a full application for investment to create a new home for c15 teams at Cringle Playing Fields. The site currently has ad-hoc usage and comprises of 5 poor quality grass pitches and changing facilities. The proposal is to reconfigure the site to accommodate junior and adult football provision and secure investment to improve pitch quality to support the club to deliver community programmes from the site, including mini soccer, junior 11v11 and a new FA Wildcats Centre.

7.0 Manchester Playing Pitch Strategy Refresh

Context

7.1 The new study will refresh and build on the 2017 Playing Pitch Strategy. The Strategy is now in the final year of its lifespan and the Council is seeking to undertake a new assessment of all playing pitch and outdoor sport facilities to include Council, Education, Club and Private facilities.

7.2 The key drivers prompting the production of the study are as follows:

 The need for an evidence base to aid decision making from 2022-2027 regarding playing pitch and outdoor sports and facility priorities for Manchester and for Council owned facilities.  To ensure planning for leisure is supported by a robust local delivery framework, and compliant with Sport England guidance, NPPF and Local Plan Policy.  To ensure value for money in provision of leisure services  To assist in securing external funding  To ensure the right facilities are in the right place to meet local need.  To address the localism and widening access agenda, engaging with local people in shaping their local services.

7.3 The new Playing Pitch Strategy will provide the evidence required to help protect playing fields and outdoor sport to ensure sufficient land is available to meet existing and projected future pitch requirements. Together the PPS Strategy and Action plan will be used to inform planning decision on playing field land and need for protection, enhancement and improvement of the Manchester playing pitch stock and sport facilities.

7.4 The Playing Pitch Strategy will be prepared by a partnership of facility operators, education establishments, NGBs, and Sport England alongside the Council over the next eight months, through the vehicle of Manchester Playing Pitch Strategy Steering Group.

7.5 The Steering Group have agreed a new long-term vision for Manchester to be a city recognised for its high quality of life, with a network of quality, accessible and sustainable green spaces and world-class sports, leisure and playing pitch facilities, which offer inclusive services to all and capable of supporting sport, health and wellbeing of all residents across their lifecourse; enabling the inactive to become active and more residents to fulfil their potential by participating in sport and physical activity, thus improving their long- term health and well-being.

7.6 Within this context, the new Playing Pitch and Outdoor Sport Strategy must help to address health inequalities by seeking to promote and widening access to participation in sport and physical activity; and offer an action plan which takes into the considerable constraints on Local Authority budgets and will be conducive to the Council’s future planning.

7.7 On this basis, the Steering Group and have agreed the new PPS will provide the following information and documents:

 Assessment of existing pitch supply and demand by sport and site.  Assessment of existing pitch quality and capacity by sport and site.  Assessment of the use and capacity of artificial grass pitches for match play and price sensitivity analysis to inform future developments.  Assessment of existing Multi Use Games Area supply and demand by sport and site.  Assessment and Recommendation of new outdoor sport facilities for Manchester Capital School Programme by site.  Assessment of the current maintenance regimes for pitch sports and any financial implications effecting for future maintenance.  Assessment of lapsed and disused sites.  Assessment of future pitch supply and demand by sport and site linked to the local plan period to make sure it fits the Cities needs and ambitions for the next 6 years.  Results of a range of “what if” scenarios.  Detailed and prioritised Action Plan by sport, site and analysis area.  Review of the current management model for pitch sports including taking into account Local Authority policies e.g. community asset transfer.  Sports Development and Planning Policy recommendations.  Procedure for annually monitoring and updating the baseline data, action plan and strategy.

Scope

7.8 The new PPS will encompass all playing field and outdoor sport facilities regardless of ownership and management. A full audit of provision will be developed and then cross reference with Sport England’s Active Places Power (APP) and the relevant NGBs to provide the most up to date list of sites which contain relevant facilities.

7.9 The 2017 PPS will be used as the starting point. The following outdoor sports will be included within the scope of the project: Football, Cricket, Rugby union, Rugby league, Hockey, Lacrosse, Tennis, Bowls (lawn and crown green), Basketball (3v3), Baseball/Softball, Gaelic football, Athletics.

7.10 In addition to the above and prior PPS scope, multi-use games areas (MUGAs) and golf facilities will be covered in the new study.

Area Analysis

7.11 As per the 2017 PPS, the study will cover provision within the Manchester boundary area. Further to this, analysis areas will be applied to allow more localised assessment of provision and examination of supply and demand at a local level. Use of analysis areas allows local circumstances and issues to be considered.

7.12 For the purpose of this study, the city has been split into four distinct areas (North, Central, South and Wythenshawe). This is a change to the current 2017 PPS, with Wythenshawe added as an additional analysis area to allow the Council to consider the specific localised issues. The site-by-site action plans will be developed for the four analysis areas and then translated into Ward specific action plans.

7.13 Cross-boundary issues will also be explored. It is recognised that many clubs and teams based within Manchester travel to neighbouring authorities to access provision and, vice versa, there is demand from outside of Manchester to utilise provision located within the Authority. This is identified currently in all analysis areas. This cross-boundary movement will be taken into consideration when producing this strategy. This will be completed by consulting with neighbouring authorities in relation to their findings from their respective PPS’s.

Population growth

7.14 The Strategy will include the latest figures from Office for National Statistics (ONS) estimate a population in Manchester for mid-2021 and projections to 2027 (to reflect the Strategy timeframe). Team generation rates will be used to provide an indication of how many people it may take to generate a team (by gender and age group), in order to help estimate the change in demand for pitch sports that may arise from any population change in the study area over the lifespan of the Strategy to inform the need to protect, develop and provide facilities to address current and projected future demand.

Housing Growth

7.15 The Strategy will include a range of Housing Growth Scenarios based on the Core Strategy and Greater Manchester Spatial Framework.

7.16 The PPS will provide an estimate of demand for pitch sport based on population forecasts and club consultation to 2027 (in line with the Local Plan). This future demand is translated into teams likely to be generated, rather than actual pitch provision required. The Sport England New Development Calculator adds to this, updating the likely demand generated for pitch sports based on housing increases and converts the demand into the number of pitches required. This is achieved by using the current team generation rates in the Assessment Report to determine how many new teams would be generated from an increase in population derived from housing growth and gives the associated costs of supplying the increased pitch provision. . 7.17 The scenarios will show the additional demand for pitch sports generated from housing growth, equivalent to pitches with associated costs over the strategy period. The indicative figures are based on the assumption that population growth will average 2.447 per dwelling. The indicative figures will be applied to two exclusive scenarios, based on the population figures contained within the Greater Manchester Strategic Framework (GMSF) and the Manchester Core Strategy. The scenarios are as follows:

 Scenario One: Proposed draft GMSF housing requirement of 23,100 forecasted to 2035.  Scenario Two: Manchester Council five-year housing requirement (2021/22-2026/27)

7.18 Please note that the scenarios can be updated as required over the Local Plan and GMSF period throughout the lifespan of the PPS to reflect population projections and change in the average household size.

Manchester School Capital Programme (2021 – 2026)

7.19 There has been a rapid growth, since 2008, of the child population in the City and the consequent need for additional primary school places and secondary school places. This increase is linked to increased inward family migration and an increase in birth rate; as the higher primary pupil numbers feed into the secondary sector there will also be a need to expand secondary provision. In addition, the number of children seeking places in special schools is increasing in line with higher pupil numbers generally.

7.20 A plan for creating further and extra capacity has been developed for further expansion to keep pace with the continued increase in demand.

7.21 Manchester PPS will guide the design and management of new outdoor sports facilities on school sites to ensure facilities are aligned to NGB and Sport England design guidance and support to address community need. There is a need to apply the PPS strategy principles when assessing the future pipeline of capital schools to inform the recommendation of new outdoor sport facilities for Manchester Capital School Programme by site.

7.22 A scorecard will be produced in order to give an overall assessment of the surplus / deficit position in relation to new facilities including playing pitch provision for each site to inform the overall net loss / gain across the citywide programme.

7.23 Given the strategic context of playing fields provision, population growth, housing growth, and education Growth, the Council is working in a strategic way with Sport England to ensure that this strategic context is considered and that the optimum balance of meeting the needs of communities is achieved. The Playing Pitch Strategy, relationship with Sport England, and the planning process provides the mechanism to this approach going forward.

7.24 Sport England will therefore be consulted on all new school build proposals, as part of the planning process. The Council will also be engaged to help shape facility developments and programmes to ensure facilities meet the needs of local communities.

Strategy Development

7.25 To ensure that work delivered is of optimum quality, Sport England’ ‘An Approach to Developing and Delivering a PPS’ guidance is followed. This ensures that the process is compliant with National Planning Policy Framework (NPPF). This guidance is used for all playing pitch sports. The stages of developing a PPS are:

 Stage A - Prepare and tailor the approach  Stage B – NGB and Community Engagement to gather views on the supply of and demand for provision  Stage C - Assess the supply and demand information and views  Stage D - Develop the strategy (recommendations)  Stage E – Strategy Sign off and Adoption - implementation monitoring and review) – continuous and in accordance with an agreed procedure.

7.26 It should be noted that the Stage B demand analysis and approach to consultation has always emphasised face-to-face meetings with key leagues and clubs, and community groups (prioritising the largest, those facing issues or with significant aspirations). We intend to do face-face meetings, however in the event that COVID restrictions remain officers will provide online digital meetings to record demand accurately and collect detailed information.

7.27 Online survey responses will also be used to provide a wider engagement of smaller clubs, community groups and primary schools. Further to this there will be site visits scheduled at all secondary schools and higher/further education providers where possible to fully ascertain the quality/availability of community provision and to discuss issues that inhibit availability. This will be managed in line with current restrictions and aligned to summer and winter sports assessments.

7.28 In addition, it is intended that an online survey that will be published on the Councils website and via other methods of communication to support all residents that do not have access to digital platforms to engage in the consultation process. The intention is to set out the current playing pitch priorities and recommendations for action to understand if these are the right priorities for our residents. The Council will gather all views to inform if current priorities remain and / or new recommendations for action.

Aims and Objectives

7.29 The overall aim of this study is to bring up to date the 2017 Playing Pitch Strategy, which includes the development of policy options and a 6-year action plan. The new PPS and Action Plan will become live documents that will be monitored and updated annually. The key drivers for developing the PPS include:

 Aims and objectives for improving health and well-being and increasing participation in sport.  Sports development programmes and changes in how the sports are played.  The need for evidence to help protect and enhance existing provision.  The need to inform the development and implementation of planning policy.  The need to inform the assessment of planning applications.  Potential changes to the supply of provision due to capital programmes e.g., for educational sites.  Budgetary pressures to ensure the most efficient management and maintenance of playing pitch provision.  The need to develop a priority list of deliverable projects which will help to meet any current deficiencies provide for future demands and feed into wider infrastructure planning work.  Prioritisation of internal capital and revenue investment  The need to provide evidence to help secure internal and external funding.

7.30 The objectives of the project will be to:

 Provide a carefully quantified and documented assessment of current and future needs for playing pitches;  Provide information to assist performance management and asset management,  Provide information to underpin: o the protection, enhancement and improvement of the existing pitch stock, improvements in community access to educational and non- local authority pitches;  To enable a process to be developed to ensure the adequate provision of new pitches and outdoor sport in relation to new housing developments;  To provide a framework for delivering government policies for social inclusion, environmental protection, community involvement and healthy living;  To provide good-quality information and evidence of need for funding bids for new and improved provision;  To ensure that the MCC strategy has strong links to all NGB Whole Sport Plans and Facilities Strategies;  To provide the context for sports development of pitch sports which aims to develop the range of opportunities available.  Strategy sign off & implementation  Annually thereafter to review PPS implementation progress

Outputs

7.31 The PPS will provide the following information and documents:

 A single data collection document within which the supply, demand and assessment information is collated and presented which allows for the information to be interrogated and kept up to date. The data should be  A needs assessment report  A strategy document with clear sport, area and site and sport specific recommendations and prioritised action plan.  The final strategy to include: o A review of the current management model for pitch sports and taking into account Local Authority policies e.g. community asset transfer, Sports Development and Planning Policy recommendations. o Consideration of investment plans, including phasing, operational sustainability, capital investment requirements (based on indicative comparator facility costs), funding options, against available resources and agreed objectives and priorities of the partners.  The Action Plan will be made available in spreadsheet format to allow for ease of review and update.

Timescale

7.32 The timescale is indicative at this stage and needs to be agreed by the Project Board.

 Stage A (prepare and tailor approach) – April - May 2021.  Stage B (NGB and community engagement and data collection) – June 2021 to end October 2021 phased to take account of summer and winter sports.  Stage C (assessment) – July 2021 to November 2021 phased to take account of summer and winter sports.  Stage D (developing the strategy and action plan) –December 2021 to February 2022.  Stage E (strategy sign off and adoption) – March 2021 - implementation monitoring and review – continuous and in accordance with an agreed procedure.

Next Steps

7.33 Following the development of the Strategy in early 2022, the Council will issue a PPS update report to the Equalities and Scrutiny Committee. The report will set out the strategy findings and key recommendations for action. Once the Strategy and Action Plan documents have been finalised and agreed with national and local stakeholders, a report will be presented to Executive in order to adopt the Strategy. The 2022 PPS will become the key document to inform planning decisions and investment priorities up to 2027, in line with Manchester Local Plan.

7.34 Adopting the PPS will enable the Council to cement the framework for investment with stakeholders and enable the continued development of our playing field infrastructure.